measure and monitor the processes and report results ... - Refresco.de

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Business review 2010 2010 revenue A focused, well-balanced total portfolio other 8% waters 4% functional/ still drinks 12% ready to drink (RTD) tea 18% carbonated soft drinks (CSDs) 18% fruit juices 40% value brands and others 8% contract manufacturing 21% private label 71% aseptic PET 14% cans 24% PET 25% cartons 37% CEE 3% UK 4% Nordic 4% France 17% Iberia 18% Germany 21% Benelux 33% Products Channels Packaging Business units (*) In the graph, in the column “Channels” private label share has grown a bit in percentage terms compared to A-brand contract manufacturing. However, the change is far smaller than it looks compared with 2009 (27/63 vs 21/71), because the shift in percentages between private label and A-brand business is distorted by a change in invoice models relating to the A-brands. “We intend to improve our supply chain management
A balanced customer base Refresco invested in strengthening its relationships with national and international retail customers in 2010. Combining the production of private label products with the coproduction of Abrands gives the customer, as well as Refresco, better control over the cost price of the final product. The coming years offer a window of opportunity to step up production and distribution for both our retail and our Abrand customers. Investments linked to this ability to combine private label production with production for Abrand companies are now paying off. Increased consumer interest in private label products has led to even closer cooperation with our international retail customer base. Development of “value for money” alternatives has played a leading role in broadening the shelf space for private label. Refresco businesses are increasingly expected to offer a complete supply chain solution instead of only the final product. This fits in perfectly with our business model, in which the emphasis is on longterm relationships with all our stakeholders, including customers and suppliers. In line with our strategy, we will remain focused on producing soft drinks and fruit juices in all kinds of oneway packaging types for two types of customers in Europe – manufacturing private label for retailers and comanufacturing for Abrands. We will stay focused on our existing regions and adjacent countries, where private label is a meaningful and/or growing segment in our category. A sustainable supply chain In many markets, our profile in relation to our customer base has become much more supply chain oriented. Besides managing cost price, quality and delivery performance, we are increasingly engaged in optimizing the total supply chain. We were able to strengthen our business by setting up dedicated programs to reduce costs and by looking for acquisitions and organic investments that would make the business grow. The acquisition of SDI offers the company a more balanced risk profile from a purchasing perspective and enables us to leverage on purchasing and manufacturing synergies. It gives Refresco in Germany the opportunity to enter the carbonated soft drinks (CSDs) segment and allows for further growing the total product portfolio in Germany. We have been reviewing our European production footprint. This has resulted in the transfer of various lines to other companies within the Group in order to optimize utilization of existing capacities. A costreduction program, together with investments in highspeed production lines, has strengthened the path towards full costprice leadership in the industry. The focus on costprice beneficial investments will be kept very much alive in the Group. Every single decision in the total supply chain of our products has been reviewed and rebalanced. In the current market situation, we can less afford unnecessary costs in our system than ever before. It is very often not just about doing things better or cheaper, but about daring to do things differently. This challenge to our total organization has made us more professional and has given us an agile mindset as well as competitive strength. by investing in relationships with suppliers to optimize costs throughout the supply chain.” page _ 26 / 27
Page 1 and 2: annual 2010 report
Page 3: annual 2010 report
Page 7 and 8: Refresco at a glance
Page 9 and 10: Mission statement To be the Europea
Page 11 and 12: Buy & Build strategy By buying stro
Page 13 and 14: Our differentiators Our Total Portf
Page 15 and 16: 18 19 20 Our locations in europe Be
Page 17: Main achievements • • • •
Page 20 and 21: hans Roelofs Aart duijzer
Page 22 and 23: Business review 2010 “A sustainab
Page 24 and 25: Business review 2010 Review 2010 Lo
Page 28 and 29: Business review 2010 People and org
Page 30 and 31: Business review 2010 Second, furthe
Page 32 and 33: Business review 2010 Outlook 2011 d
Page 34 and 35: Business review 2010 Governance Ref
Page 36 and 37: Business review 2010 Risks related
Page 38 and 39: Business review 2010 Governance Str
Page 40 and 41: Business review 2010 Supervisory Bo
Page 42 and 43: Business review 2010 7.4% to EUR 1,
Page 45 and 46: Sustainability review 2010
Page 47 and 48: Raw materials: orange juice Refresc
Page 49 and 50: Packaging materials Refresco’s ma
Page 51 and 52: PET One of Refresco’s largest sup
Page 53 and 54: Transportation Refresco constantly
Page 55: Refresco Business Units have in rec
Page 59 and 60: Contents Financial statements 60 Co
Page 61 and 62: Consolidated income statement 2010
Page 63 and 64: Consolidated cash flow statement 20
Page 65 and 66: Notes to the consolidated financial
Page 67 and 68: Hedge of a net investment in a fore
Page 69 and 70: present value of the minimum lease
Page 71 and 72: Termination benefits Termination be
Page 73 and 74: • • • • • The definition
Page 75 and 76: In respect of other monetary assets
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EUR’000 dEPRECIATION ANd IMPAIRME
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4.2 Intangible assets The compositi
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The values assigned to the key assu
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EUR’000 Movement in temporary dif
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4.5 Inventories The composition as
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Current liabilities The composition
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The Group contributes to a number o
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Actuarial assumptions Principal act
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5.3 Employee benefits expense The c
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Finance income and expense recogniz
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The acquisition had the following e
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Liquidity risk The contractual matu
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The following significant exchange
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6.3 Operating leases Operating leas
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Other related party transactions Th
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Company income statement 2010 EUR
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Refresco Group B.V. owns the follow
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On March, 24 2010 the following sha
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Independent auditor’s report To:
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Contact REFRESCO GROuP B.V. www.ref
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measure and monitor the processes and report results ... - Refresco.de

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